Savvy people, from these 4 points of analysis to determine a junior staff, whether they have management skills?

The workplace is like a battlefield. Even if a company has a large group of excellent soldiers, if there is not a competent general behind the strategy, then the battle cannot be said to be a sure win.

As the saying goes, "A thousand soldiers are easy to get, but a general is hard to find." This is also true in the workplace. Every great leader has excellent management skills, not only to bring out a group of excellent subordinates but also to mobilize the strength of the team to accomplish the go and create excess value for the company.

However, most companies lack a scientific and rational selection and training mechanism for their managers, and often follow the old rule of "learning by doing": simply put, a person with a solid profession, a serious attitude, and the ability,y to deliver results is promoted to become a leader and allowed to lead a team. This process rarely takes into account a person's management skills, influence, leadership, and other indi, actors.

So, how to judge whether a person has management ability, or what abilities or qualities a manager should have to truly achievtoith their position"?

01 Managers have reverse thinking and constructive thinking

But all people with management ability and thinking style are different from an ordinary person, summarised in the following two main thinking.

First, with reverse thinking, good at innovation

I have a hair child, Xiao Wang, who was different from others when he was in college, he always does things out of the ordinary, in writing his thesis, he used a short video, and three-dimensional animation performance, very cool, you know that year or 2005, many people in China are not yet this concept.

After graduation he became an operations specialist, whether writing copy or doing planning, he was very influential in the industry, his work was always creative, and he did everything differently from others, others' egos demanded completion, and his ego demanded innovation.

He went on to become the creative director of a large company and within a few years was earning over a million dollars a year. A person with management skills always thinks in the opposite direction, he can always exclude the majority of people who repeat mechanical tasks day in and day out and prioritize the valuable and innovative work that a few people have considered.

The most innovative thinker is probably Steve Jobs, who didn't partially revolutionize the mobile phone but reinvented it. We all need to be innovative in the workplace. Every brand needs to innovate too. Innovation is about self-subversion, self-reconstruction, and self-renewal, so that life can last longer.

Many people who think backward are more successful, often because they are involved in "creative" work that requires them to think differently so that they become active and can access and mobilize more resources.

Secondly, structured thinking

A person with management skills must have a structured mindset. If you do not have a system, if you do not have a structure, if you lose things, and if you do not think densely, you will not be able to manage well.

We judge a person's management ability, mainly to see if he can think in a structured way when dealing with a matter, somewhat similar to the example of the three, for example, you do a thing A, can you think of A1, A2, A3, or even B1, B2, B3, and the relationship between A and B.

The average employee's thinking ability is limited to one point, and when a problem arises, they just think that they can solve the current problem, but they don't think deeply about why the problem has arisen. What is the cause of the problem? Is it a problem of the staff's ability or a problem of the mechanism? What are the knock-on effects of this problem? What measures can be taken to effectively prevent the problem from recurring?

People who have a structured mindset can takcanc, a long-term, overall view of the problem and can get to the root of the problem. This kind of thinking is crucial for management, because as a manager, you have to take into account not only the real problems but also the long-term ones.

Otherwise, you can only treat the headache and the foot, and you can only act as a fireman putting out fires everywhere every day, neither of which is a reflection of management ability. Many people are nominally managers, but they can't actually manage.

For example, in my previous department, when someone resigned one year, the head of the department only knew how to solve the problem of the person resigning, but did not see the deeper reasons, nor did she look for solutions. When a person quits, a person with management skills can always come up with a structured solution to prevent similar problems from happening again, that is true management skills.

02 Core leadership skills, reflected in decision-making power

The greatest value of being a managerially competent person is no longer to show off one's "courage", but to get results by leading one's team. The core competency of many ordinary employees who demonstrate a management flair in their work is decision-making.

There are bound to be people who say, "I'm just an ordinary employee, I work on my own skills, I don't get to make decisions and set strategies that are so high level, so it's not my turn to determine them, is it?" Wrong! Any company, even up to the national level, will set targets and then break them down to the smallest unit of the company, that is, the individual employee.

Once the target has been set, it is up to the individual to achieve it. People with management skills usually have a higher-than-average ability to make decisions, and they can achieve their targets faster and better.

Take the characters in Bright Sword as an example.

Li Yunlong: With the enemy guarding Ping'an County in front of us, let 6 Company go to the rear and hold off the enemy reinforcements for 3 hours, while the rest all go with me to the city gate building, and by the way, let the 2nd Battalion Commander drag up the Italian guns for me.

6 company commander: our task is to stop the enemy reinforcements. 2 platoons go up the slope and occupy the high ground, 3 platoons are responsible for ambushing and attacking the enemy, and we must stall the reinforcements.

3 Platoon Commander: the enemy must take this main road, other squads ambush, and 1 Squad goes and plants mines to blow up their transport.

That said, the role of 1 squad leader, already the smallest formation leader in the army, is no different from many ordinary employees in the workplace. Although the goal is clear, how to arrange the resources within the squad to achieve the goal, all these things are the strategies that 1 squad leaders need to determine. If the strategy is right, the problem can be solved with minimal casualties, on the contrary, the whole class may not be able to complete the task even if it is glorious.

Now, do you still think that "making decisions" is something that only senior leaders have to do? In the workplace nowadays, many companies do not have a clear head of department, especially many private companies, dozens of people are working together in one office, and many things are handled together, so it can be said that each person is both an ordinary employee and the manager behind.

Therefore, a person with management skills must have the ability to make decisions, consider the work to be assigned in advance, set up an orderly work plan, and effectively control the implementation of the plan, to better grasp the progress of the work and ultimately achieve the objectives of the work.

03 People with management skills are extremely self-disciplined and have a high level of execution.

I have an HR director friend who earns a million dollars a year. No matter how late he works the day before, he must get up at 6 am the next day and go for a run on time. He always says he's a normal person and has his moments of relaxation.

When you decide to do something big, the average person will say, "I'll take a break, I'll start tomorrow, but I'll talk about it after this week. People with management skills, on the other hand, will be cool and say, "Start now, immediately, right away, no-nonsense.

In terms of execution, ordinary employees and managers have a very different understandings of these three words. Many ordinary employees understand execution to mean that they will do whatever their boss tells them to do, and they will do it right away, basically doing what they are told. People with management skills will never do that. What they see as execution is an ability to solve problems.

For example, I used to have a subordinate, Xiao Du, who was very obedient and diligent, but every time I asked him to print a document, he went and then came back to tell me that the printer was broken and could not print.

You said, "If you can't print, you can go to the maintenance department to contact the colleagues to deal with it. He comes back and tells you that his colleagues in the maintenance department are quite busy. He goes back and forth like this, really quite diligent, and he does whatever you say, but he just can't solve things.

Many managers know that real execution is based on problem-solving, everything running fast is not execution, and everything that gets done is execution.

04 can select talent

With the ability to manage people, in addition to managing subordinates to achieve the goals of the work, but also need to have enough observation, to have the ability to select talent for the company. A good manager is one who "puts the right people in the right positions", that is, "the right people doing the right things".

This also requires them to accurately judge the abilities of their subordinates and to assign tasks according to their actual abilities and areas of expertise, so as to ensure that various tasks can be completed efficiently and at the same time ensure that their subordinates "make the best use of their talents" and thus mobilize the motivation of the people under them.

As a real example, in the marketing department of my former company, I recruited several excellent new employees one year, but they all left the company soon afterward. The HR director later found out after talking to these people that the department's supervisor always arranged for them to do some miscellaneous things that others did not want to do, even for some experienced and capable employees, who thought they were too talented to be of much use and their value was not reflected, so they wanted to leave.

Later, the boss found the head of the department, and after communicating with him, he realized that the company had previously stipulated that employees who had not passed the probationary period could not be assigned important jobs. After understanding this, the boss immediately asked the HR department to amend the system and said to the department head, "You're too inflexible, you should know how to break the rules for good employees, you could have told me earlier."

This department head, is a relatively less qualified manager, too constrained by the system, will lose a lot of management flexibility, and also can not find excellent staff.

Therefore, to determine whether an employee can be an excellent manager, he does not have the ability of managers, often concerning several factors, but if you have the above-mentioned four points, basically can be regarded as a qualified manager.